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WorksheetsCCM 2
Total questions: 130
Worksheet time: 1hrs 8mins
Cultural synergy is defined as 'The behavior of whole systems that cannot be predicted by the behavior of any parts taken separately.' What else does it build upon?
Disadvantages only.
Similarities and fuses differences.
Only similarities.
Only differences.
What is the primary difference between a 'Parochial' and an 'Ethnocentric' mindset regarding diversity?
Parochial managers ignore diversity, while ethnocentric managers minimize it.
Parochial managers see no impact, while ethnocentric managers see positive impacts.
Parochial managers see problems, while ethnocentric managers see advantages.
Parochial is a very common mindset, while ethnocentric is less common.
The assumption that 'Many culturally distinct ways of living...exist' is associated with which concept?
Homogeneity
Ethnocentrism
Parochialism
Equifinality
What is the primary focus of the learning outcome on page 2?
Understanding theories of cultural communication.
Managing culturally diverse teams and global leadership.
Solving problems in different cultures.
Understanding the history of cultural synergy.
Which of the following is a drawback of cultural diversity mentioned in the lecture slides?
Increased understanding of local political environment.
Expanding meanings and increasing creativity.
It can increase the complexity of company-wide policies.
It builds upon similarities and fuses differences.
What is the key difference between 'Cultural Dominance' and 'Cultural Accommodation'?
Dominance uses home culture approaches, while Accommodation imitates other cultures.
Dominance is about both cultures conceding, while Accommodation is about one culture conceding.
Dominance ignores differences, while Accommodation leverages them.
Dominance applies to ethics, while Accommodation applies to social customs.
The 'Only-one-way myth: Our way is the only way' is associated with which concept?
Equifinality
Ethnocentrism
Parochialism
Cultural Contingency
Which type of organization, according to the table, uses the strategy of 'Minimize Differences'?
Synergistic
Parochial
Ethnocentric
Cultural Dominance
The phrase 'When in Rome do as the Romans do' is used to illustrate which global strategic option?
Cultural Dominance
Cultural Compromise
Cultural Accommodation
Cultural Synergy
What is a 'culture-specific disadvantage' of cultural diversity?
Greater openness to new ideas.
Difficulty converging meanings.
Overgeneralizing policies, strategies, practices, and procedures.
Increasing creativity and problem-solving skills.
According to the slides, what is a belief of an organization that practices cultural pluralism?
All groups in society are the same.
They are all just like me.
We are not all the same; groups within society differ.
Our way is the best way.
What is the primary assumption of 'Cultural Synergy' regarding similarities and differences?
Similarities are more important than differences.
Differences are more important than similarities.
They both share equal importance.
Neither are important.
According to the lecture slides, what is the definition of a 'multicultural team'?
A group of people from the same country working together.
An interdependent group with complementary skills and a common purpose.
A team with members from different cultures or nationalities who work interdependently to attain common goals.
A team that consists of all but one member from the same background.
Which of the following is NOT listed as a key area of difficulty for multicultural teams?
Absence of integration among team members.
Presence of relationship conflict.
Cultural barriers that hinder conflict resolutions.
Overly complex communication processes.
What is 'Domestic Multiculturalism'?
A team where all members come from the same cultural group.
A team with members from two distinct cultures.
A team with members from three or more ethnic groups.
A multicultural and diverse workforce operating in an MNC home country.
According to the slides, what is the potential productivity of multicultural teams compared to homogenous teams?
Multicultural teams have the potential to achieve higher productivity than homogenous teams.
Multicultural teams have the potential to achieve the same productivity as homogenous teams.
Multicultural teams have the potential to achieve lower productivity than homogenous teams.
The productivity of multicultural teams is not discussed in the slides.
What is a key advantage of diversity as a source of creativity?
It leads to more groupthink.
It makes communication more efficient.
It permits a wider range of perspectives, leading to more and better ideas.
It increases interpersonal attractiveness.
Which of the following is a disadvantage of multicultural teams related to a lack of cohesion?
More and better ideas.
Lower interpersonal attractiveness.
Less groupthink.
Better problem definitions.
According to the bell curve on page 8, what is a condition for a highly effective cross-cultural group?
Cross cultural competencies are not developed.
Cross cultural competencies are fully developed.
The group is poorly led.
The group is at average effectiveness.
For a team to be effective, which of the following is considered an 'effective' condition regarding 'Task'?
Routine
Innovative
Divergence
Convergence
During the 'Entry' stage of team development, what is the process and how does diversity affect it?
Process: Trust building (Developing cohesion); Diversity makes the process more difficult.
Process: Ideation (creating ideas); Diversity makes the process easier.
Process: Consensus building (Agreeing and Acting); Diversity makes the process more difficult.
Process: Problem description and analysis; Diversity makes the process easier.
What is a recommended practice for managing culturally diverse teams?
Select team members based solely on ethnicity.
Ignore team members' differences.
Select team members for task-related abilities.
The manager should have all the power.
What is the definition of a 'Bicultural Team'?
A team where all members come from the same cultural group.
A team where all but one member comes from the same background.
What is the definition of a 'Bicultural Team'?
A team where all members come from the same cultural group.
A team where all but one member comes from the same background.
A team where two or more members represent each of two distinct cultures.
A team where members represent three or more ethnic groups.
According to the slides, what is the relationship between cultural diversity and complexity?
Cultural diversity decreases complexity.
Cultural diversity has no impact on complexity.
Diversity augments potential productivity while greatly increasing the complexity of processes.
Diversity reduces ambiguity and confusion.
In the 'Ineffective' management of team diversity, on what basis are members selected?
For task-related abilities.
For their abilities.
For their mutual respect.
On the basis of Ethnicity.
During the 'Work' stage of team development, what is the process and how does diversity affect it?
Process: Trust building; Diversity makes it more difficult.
Process: Ideation (creating ideas); Diversity makes it easier.
Process: Consensus building; Diversity makes it more difficult.
Process: Team formation; Diversity makes it more difficult.
What is the process that is based on 'Using similarities and Understanding differences' in the 'Entry' stage of a team's development?
Consensus building.
Ideation.
Problem description and analysis.
Trust building.
The slides state that multicultural teams are more complex than culturally homogenous teams. What is one of the key areas of difficulty that arises from this complexity?
The absence of creativity.
A lack of diverse perspectives.
The presence of trust building.
The presence of relationship conflict.
What is a key disadvantage of diversity in terms of miscommunication?
Slower speech: non-native speakers and translation problems.
More accuracy.
Lack of arguments.
Increased concentration.
In the 'Ineffective' management of team diversity, what is the condition regarding 'Goals'?
Superordinate goal.
External feedback.
Individual Goals.
Mutual respect.
What is a 'Token Team'?
A team where all but one member comes from the same background.
A team where all members come from the same cultural group.
A team where members represent two distinct cultures.
A team with members from three or more ethnic groups.
According to the slides, what is a key requirement for a highly effective multicultural team?
They must have a low level of interdependence.
The team leader should be the sole decision-maker.
Mutual respect among members is critical.
The team should have a homogeneous cultural background.
What is the definition of a 'team' according to the slides?
Interdependent groups who work together on a common goal and purpose with complementary skills.
A group of individuals with the same skills.
People who work independently to achieve individual goals.
A group that has no accountability for each other.
During which stage of team development is 'Consensus building (Agreeing and Acting)' a part of the process?
Entry.
Work.
Action.
Formation.
The 'Effective' condition for 'Power' is listed as what?
Cultural Dominance.
Ethnocentrism.
Individual Goals.
Equal power.
According to the slides, what is one way managers can help a multicultural team?
Minimize the team's differences.
Give the team positive feedback on process and output.
Select members based on their ethnic background.
Promote ethnocentrism.
In the 'Effective' management of team diversity, what is the condition regarding 'Feedback'?
No Feedback.
Autonomy.
External feedback.
Individual goals.
The slides suggest that an effective team leader must help identify and define what?
The individual goals of each member.
The problems that are causing the most conflict.
The cultural differences that are present.
The overall goal of the team.
What is 'Group Multiculturalism' based on?
A multicultural workforce operating in a home country.
Homogenous, Token, Bicultural, and Multicultural groups.
A group with a single cultural background.
A team with two members from the same culture.
What is 'Ethnocentrism' in the context of effectively managing team diversity?
A condition for an innovative task.
An ineffective condition.
A condition where differences are recognized.
A condition for mutual respect.
What is the process based on 'Using Differences' in the 'Work' stage of a team's development?
Trust building.
Consensus building.
Ideation.
Team formation.
Which of the following is a disadvantage of multicultural teams related to stress?
More counterproductive behavior.
Less disagreement on content.
Lack of cohesion.
More accuracy.
What is a key area of difficulty that arises from working in multicultural teams as compared to culturally homogenous teams?
Increased creativity.
Greater openness to new ideas.
Cultural barriers that hinder conflict resolutions.
Better understanding of local clients.
In the 'Ineffective' management of team diversity, what is the condition regarding 'Stage'?
Divergence.
Convergence.
Innovative.
Difference recognized.
According to the slides, what is a key characteristic of 'Global leadership'?
It is restricted to one country.
It only focuses on managing resources.
It is a single-minded approach.
It involves a holistic, all-inclusive, and boundary-spanning worldview.
Based on the slides, what is the key difference between 'Management' and 'Leadership'?
Management is development, while Leadership is operations.
Management is operations, while Leadership is development.
Management is about ideas, while Leadership is about procedures.
Management focuses on transformation, while Leadership focuses on control.
According to the slides, what does a 'Glocal' mindset involve?
Cognitive skills to handle complexity.
A focus on only local affairs.
The inability to appreciate different points of view.
An avoidance of cosmopolitan outlooks.
What is a core component of 'Leadership agility'?
A low tolerance of ambiguity.
Arrogance.
Resilience.
Inflexibility.
The slides mention that 'Global leadership requires frequent retooling of skills and mindset.'
What is a component of "Leadership agility"?
A low tolerance of ambiguity.
Arrogance.
Resilience.
Inflexibility.
Which of the following is NOT listed as a requirement?
Solid management and leadership skills.
"Glocal" mindset.
Leadership agility.
A fixed and unchanging perspective.
What is the definition of "Global" given in the slides?
Involving only one country.
Including or affecting the whole world; complete, including all parts of something.
Existing between countries.
Focusing on cultural differences.
Which of the following is an example of an operational task associated with "Management"?
Shaping the future.
Transformation.
Problem-solving.
Dealing with ambiguity.
According to the slides, what does "Glocal" leadership seek to merge?
Only local ideas.
Only global ideas.
Global and local ideas.
Ideas from one specific culture.
What is the definition of "International" in the slides?
Including the whole world.
Involving several countries, or existing between countries.
Complete, including all parts of something.
A holistic worldview.
What is a characteristic of a "Glocal" mindset?
Ignorance of world affairs.
Being open, empathic, and curious about diverse people and situations.
A rigid, unchanging perspective.
The inability to merge ideas.
Which of the following is a skill associated with "Leadership agility"?
Inability to adapt.
Humility.
A narrow-minded perspective.
Distrust.
According to the slides, Global Leadership involves leading the organization, leading people, and what else?
Leading a team from one country.
Leading only the top management.
Managing self.
Managing resources exclusively.
What is the "Personal reflection task" on page 8?
To develop a strategic plan.
To consider where and to what extent one has to balance local and global concerns.
To analyze a specific business case.
To create a team.
What is the primary focus of "Leadership," as described in the slides?
Controlling resources.
Shaping the future and transformation.
Following procedures.
Problem-solving.
What does the "Glocal" mindset allow leaders to do?
Exclusively focus on their own country.
Bridge and merge ideas.
Avoid ambiguity.
Only communicate with people from similar backgrounds.
The slides state that global leadership goes well beyond what?
National borders.
Organizational functions.
Languages.
All of the above.
What is a key attribute of a "Glocal" mindset, according to the slides?
The ability to appreciate different points of view.
The ability to ignore cultural differences.
The ability to enforce a single perspective.
The ability to avoid complexity.
What is the purpose of the Global Leadership Academy, as suggested by the slides?
To enforce a specific way of thinking.
To avoid cultural diversity.
To develop a global mindset that can be applied to different situations.
To focus on a single national culture.
What is a component of "Leadership agility"?
Low empathy.
Perspective-taking.
A rigid mindset.
A focus on one point of view.
What is a key difference between global and international leadership?
Global leadership is all-inclusive, while international leadership involves several countries.
Global leadership is restricted to one country, while international leadership is holistic.
There is no difference between the two.
Global leadership only manages relationships, while international leadership leads the organization.
What does the image on page 4 suggest about the difference between management and leadership?
They are the same.
Management is about shaping the future, and leadership is about defined goals.
Management focuses on control and procedures, while leadership deals with transformation and ideas.
Management deals with ambiguity, and leadership deals with resources.
According to the slides, a global leader must have a "boundary-spanning world view" that goes beyond what?
National borders.
Employee backgrounds.
Organizational functions.
All of the above.
What does "Leadership agility" help leaders handle?
Uncertainty.
A single, unchanging perspective.
Routine tasks.
A lack of change.
The slides show a diagram titled "Global leadership requires..." with three main components. What are they?
Management skills, "Glocal" mindset, and leadership skills.
Solid management and leadership skills, "Glocal" mindset, and leadership agility.
Leadership, management, and global mindset.
Solid management and leadership skills, "Glocal" mindset, and leadership agility.
According to the slides, what is a "cosmopolitan outlook" a part of?
Solid management skills.
Leadership agility.
A "Glocal" mindset.
A traditional leadership approach.
Based on the slides, which is NOT a part of the definition of "Global leadership"?
Leading people and managing relationships.
Leading the organization.
Managing self.
Focusing on cultural similarities only.
The slides state that "Glocal" mindset is a competence that can be what?
Acquired through inheritance.
Developed.
Ignored.
Learned only through a single course.
What is a trait that supports "Leadership agility"?
Low tolerance of ambiguity.
Humility.
Inflexibility.
A focus on one point of view.
What is one of the key differences in communication between management and leadership?
Management has no communication.
Leadership focuses on control.
Management is about defined goals, while leadership is about communication & motivation.
Leadership focuses on procedures, while management focuses on ideas.
The slides imply that a "Glocal" mindset is essential for what?
To effectively lead across different cultures and boundaries.
To strictly follow rules and procedures.
To avoid any form of ambiguity.
To only lead a team in one country.
According to the slides, what is the definition of motivation?
The process of achieving a goal with minimal effort.
The process of transferring meaning from a sender to a receiver.
The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal.
The process of acquiring new skills.
Which of the following is NOT a key element of motivation mentioned in the slides?
Intensity
Direction
Persistence
Cognitive ability
What is the highest level of need in Maslow's Hierarchy of Needs Theory?
Esteem
Social
Safety
Self-actualization
According to Maslow's theory, when does the next need in the hierarchy become dominant?
When an individual has reached their full potential.
When the previous need is completely ignored.
As each need is substantially satisfied.
When a manager assigns a new task.
What is the drive to become what one is capable of becoming, according to Maslow?
Esteem
Social
Safety
Self-actualization
Which needs in Maslow's hierarchy are satisfied externally?
Esteem and Self-actualization.
Love and Belonging, and Esteem.
Physiological and Safety Needs.
Self-actualization and Love and Belonging.
According to Maslow's assumptions, what must happen before an individual can move to the next higher level of need?
They must meditate daily.
They must receive a promotion.
All needs at the current (lower) level must be satisfied.
They must have a high level of cultural intelligence.
Which of the following is a characteristic of high achievers' job preferences, according to the slides?
No feedback
High risks
Personal Responsibility
Low effort
What is the definition of the 'Need for Affiliation' in McClelland's Theory of Needs?
The drive to excel.
The need to make others behave in a certain way.
The desire for friendly and close personal relationships.
The need to achieve in relation to a set of standards.
What is the core idea of the 'Cognitive Evaluation Theory'?
People are motivated by external rewards.
Motivation is solely based on intrinsic factors.
Providing an extrinsic reward for a previously intrinsic behavior tends to decrease overall motivation.
Motivation is determined by a hierarchy of needs.
What is the 'bottom line' of Herzberg's Two-Factor Theory?
Satisfaction and dissatisfaction are opposites.
Satisfaction and dissatisfaction are not opposites of the same thing.
Hygiene factors are motivators.
Motivators are extrinsic.
In Herzberg's theory, which factors are considered intrinsic and related to satisfaction?
Salary and work conditions.
Company policies.
Achievement, Responsibility, Growth.
Work and salary.
In Vroom's Expectancy Theory, what does 'Valence' represent?
Will my effort lead to high performance?
Will performance lead to an outcome?
Do I find the outcomes desirable?
How hard a person tries.
What does the 'Effort-performance relationship' in Vroom's theory ask?
Will performance lead to an outcome?
Do I find the outcomes desirable?
Will my effort lead to high performance?
How long a person tries.
What is Cultural Intelligence (CQ)?
A theory that measures an individual's ability to engage successfully in any environment or social setting.
A list of do's and don'ts for different cultures.
The ability to speak multiple languages.
A measure of how much an individual has traveled.
According to the slides, what does Cultural Intelligence teach strategies to improve?
An individual's financial management.
An individual's physical strength.
Cultural perception to distinguish behaviors driven by culture from those specific to an individual.
An individual's memory.
What is the 'Cultural Iceberg' used to illustrate?
The size of a specific culture.
The complexity of international business.
That 90% of culture is below the surface and difficult to see.
The importance of travel.
What is at the 'bottom 90%' of the Cultural Iceberg?
Customs, mores, and courtesies.
Greetings and food.
Values, priorities, and assumptions.
Fashion and music.
What is a recommended way to 'get at the bottom 90%' of the cultural iceberg?
Travel to new countries.
Ask 'Why?' 5 times.
Read books about different cultures.
Learn a new language.
What is one of the two facts about humans that make cultural interactions challenging, according to the slides?
We tend to be overly trusting of others.
We are naturally good at adapting to new cultures.
We tend toward suspicion of others, and that suspicion is greatest when people are different than we are.
We are always open to new ideas.
According to Herzberg's theory, what are 'Hygiene Factors'?
Intrinsic and related to satisfaction.
Extrinsic and related to dissatisfaction.
Related to personal growth.
Related to achievement.
According to McClelland, which need is the 'drive to excel, to achieve in relation to a set of standards'?
Need for Power
Need for Achievement
Need for Affiliation
Need for Excellence
According to the slides, what happens when we add Cultural Intelligence to our non-verbal communication?
It makes communication more complex.
It makes communication less effective.
It has no impact on communication.
Communication is enhanced.
The proverb 'Time is money' represents which cultural value?
Work Ethic
Diligence
Practicality
Time Thriftiness
In Herzberg's Two-Factor Theory, which of the following is a 'Motivator'?
Salary
Work Conditions
Company Policies
Responsibility
According to the slides, what is a person with high Cultural Intelligence better able to do?
Successfully blend into any cultural environment and interact successfully.
Avoid all cultural interactions.
Judge other cultures as inferior.
Stick strictly to their own cultural norms.
What is the definition of 'Need for Power'?
The drive to achieve in relation to a set of standards.
The desire for friendly and close personal relationships.
The need to make others behave in a way that they would not have behaved otherwise.
The need for personal responsibility.
What is a recommended strategy for creating a culturally intelligent organization?
Only hire people who are similar to existing employees.
Create strict, unchanging policies.
Build Trust by encouraging follow-through and reliability.
Assume that everyone is the same.
In Vroom's Expectancy Theory, what does "Instrumentality" represent?
Will my effort lead to high performance?
Will performance lead to outcome?
Do I find the outcomes desirable?
How hard a person tries.
The proverb "The squeaky wheel gets the grease" is contrasted with which other saying to highlight cultural differences?
"A single bracelet does not jingle."
"Mi Casa, Su Casa."
"The duck that quacks the loudest gets shot."
"I am because we are."
According to the slides, what is a decision made up of?
A composite of information, data, facts, and belief.
A single fact.
An individual's opinion.
A collection of unanalyzed data.
What is the definition of "Managerial decision making" in the slides?
An unconscious process of making quick decisions.
A conscious, relational process in which managers select criteria and use them to evaluate alternative solutions to particular problems.
A process that relies solely on intuition.
A process that only uses data and ignores beliefs.
What is the first step in the decision-making process according to the slides?
Information Search
Choice
Problem Recognition
Implementation
What is the second step in the decision-making process?
Information Search
Problem Recognition
Choice
Implementation
Which step of the decision-making process involves "Construction of Alternatives"?
The first step.
The second step.
The third step.
The fourth step.
What is the definition of "Problem Recognition"?
The process of finding the best solution.
The process of gathering information.
A perceived discrepancy between an ideal state and an actual state.
The implementation of a decision.
In which step of the decision-making process do cultural variations exist in how quickly decisions are made?
Problem Recognition
Information Search
Construction of Alternatives
Choice
According to the slides, what is one cultural variation in "Information Search"?
Gathering facts vs. Gathering ideas and possibilities.
Gathering only facts.
Gathering only possibilities.
Gathering only data.
What is a cultural variation in the "Implementation" step?
Slow and managed from the top vs. Fast and involving participation of all levels.
Always fast.
Always slow.
Always managed from the top.
What is a "Thinker" according to the slides?
Someone who makes decisions based on feelings.
Someone who relies on intuition.
Someone who processes data and makes decisions by questioning whether an alternative is correct or incorrect, true or false.
Someone who makes decisions based on personal relationships.
What is a "Feeler" according to the slides?
Someone who questions whether an alternative is true or false.
Someone who questions whether an alternative is good or bad.
Someone who relies on facts alone.
Someone who is not logical.
According to the slides, who typically makes decisions in more hierarchical cultures?
Lower managers.
The entire team.
Only very senior managers.
The customers.
What is the decision rule for "Feelers"?
Is it true or false?
Is it good or bad?
Is it profitable?
Is it ethical?
What is the decision rule for "Thinkers"?
Is it good or bad?
Is it profitable?
Is it true or false?
Is it ethical?
What do people in a "future-oriented culture" tend to do in the "Construction of Alternatives" step?
Search for historical patterns.
Generate more alternatives.
Accept the situation as it is.
Make decisions quickly.
What do people in a "past-oriented culture" tend to do in the "Construction of Alternatives" step?
Generate new alternatives.
Search for historical patterns.
Make decisions slowly.
Focus on future goals.
What does "Satisficing" mean in the context of managerial decision making?
Finding the perfect solution.
Maximizing profit.
Choosing the first acceptable alternative.
Ignoring all alternatives.
According to the slides, in cultures where decisions are made slowly, what is the implementation of a decision like?
Fast and involving participation of all levels.
Slow and managed from the top.
Made by one person.
A quick and simple process.
What is the definition of "Data" in the context of decision-making?
Useful information that is ready to be used.
Data by itself does not constitute useful information unless it is analyzed and processed.
A composite of information, data, facts, and beliefs.
A final decision.
According to the slides, what is a cultural variation for "Problem Recognition"?
Problem Solving (change the situation) vs. Situation Acceptance (some situations should be accepted as they are).
A focus on facts only.
A focus on intuition only.
A quick decision-making process.
What is the difference between a "Feeler" and a "Thinker" when selecting a new manager?
The Thinker will stress the candidate's ability to fit in, while the Feeler will stress expertise.
Neither will consider expertise.
The Thinker might stress the candidate's expertise and track record, while the Feeler might stress the candidate's ability to use good judgment and fit in with other members of the organization.
The Thinker will question if the candidate is good or bad, while the Feeler will question if they are true or false.
According to the slides, what is a key difference in the "Choice" step between cultures?
Individual decision making vs. Group decision making.
Only group decision making.
Only individual decision making.
The speed of the decision.
According to the "Cultural Contingencies of Decision Making" table, what is the cultural variation for "Implementation"?
Slow vs. Fast.
Fact-based vs. Intuition-based.
Individual vs. Group.
True/False vs. Good/Bad.
